Access the full text.
Sign up today, get DeepDyve free for 14 days.
Davide Nicolini, S. Gherardi, D. Yanow (2003)
Knowing in Organizations: A Practice-Based Approach
ACP
Proposal for the Expansion of the Panama Canal: Third Set of Locks Project
A. Vaagaasar (2011)
Development of relationships and relationship competencies in complex projectsInternational Journal of Managing Projects in Business, 4
S. Cicmil, D. Marshall (2005)
Insights into collaboration at the project level: complexity, social interaction and procurement mechanismsBuilding Research & Information, 33
The Concise Oxford Dictionary
The Concise Oxford Dictionary
S. Pryke, H. Smyth
The Management of Complex Projects: A Relationship Approach
S. Cicmil, T. Williams, J. Thomas, D. Hodgson (2006)
Rethinking Project Management: Researching the actuality of projectsInternational Journal of Project Management, 24
CH2M Hill
CH2M Hill corporate profile
S. Cicmil, D. Hodgson
Making project critical: an introduction
Daniel Geiger (2009)
Revisiting the Concept of Practice: Toward an Argumentative Understanding of PracticingManagement Learning, 40
J.E. Orr
Talking about Machines: An Etnography of a Modern Job
Tyrone Pitsis, S. Clegg, M. Marosszeky, Thekla Rura-Polley (2003)
Constructing the Olympic Dream: A Future Perfect Strategy of Project ManagementOrgan. Sci., 14
Hap Smyth (2006)
Scoping the Management of Complex Projects: A Relationship Approach
S. Gherardi (2000)
Practice-Based Theorizing on Learning and Knowing in OrganizationsOrganization, 7
Mike Bresnen, A. Goussevskaia, J. Swan (2005)
Managing projects as complex social settingsBuilding Research & Information, 33
A. Contu, H. Willmott (2000)
Comment on Wenger and Yanow. Knowing in Practice: A `Delicate Flower' in the Organizational Learning FieldOrganization, 7
Tomas Blomquist, Markus Hällgren, A. Nilsson, Anders Söderholm (2010)
Project-as-Practice: In Search of Project Management Research that MattersProject Management Journal, 41
T. Cooke‐Davies (2002)
The “real” success factors on projectsInternational Journal of Project Management, 20
Fiona Moore (2011)
Holistic ethnography: Studying the impact of multiple national identities on post-acquisition organizationsJournal of International Business Studies, 42
S. Clegg, Tyrone Pitsis, Thekla Rura-Polley, M. Marosszeky (2002)
Governmentality Matters: Designing an Alliance Culture of Inter-Organizational Collaboration for Managing ProjectsOrganization Studies, 23
A. Marrewijk (2010)
Situational construction of Dutch-Indian cultural differences in global IT projectsScandinavian Journal of Management, 26
T. Jackson, Z. Aycan (2006)
Editorial: From Cultural Values to Cross Cultural InterfacesInternational Journal of Cross Cultural Management, 6
Kjersti Bjørkeng, S. Clegg, Tyrone Pitsis (2009)
Becoming (a) PracticeManagement Learning, 40
S. Shehata
Ethnography, identity, and the production of knowledge
A. Marrewijk, M. Veenswijk (2006)
The culture of project management: Understanding daily life in complex megaprojects
B. Flyvbjerg, N. Bruzelius, W. Rothengatter
Megaprojects and Risk: An Atonomy of Ambition
Mike Bresnen, A. Goussevskaia, J. Swan (2005)
Implementing change in construction project organizations: exploring the interplay between structure and agencyBuilding Research & Information, 33
P. Bourdieu (1990)
The Logic of Practice
J. Greene
The Canal Builders: Making American's Empire at the Panama Canal
A. Van Marrewijk, S. Clegg, T. Pitsis, M. Veenswijk
Managing public‐private megaprojects: paradoxes, complexity, and project deisgn
Markus Hällgren, Anders Söderholm (2011)
Projects-as-Practice
D. Yanow (2006)
Thinking interpretively: Philosophical presuppositions and the human sciences
P. Morris, J. Pinto, J. Söderlund (2011)
The Oxford Handbook of Project Management
A. Warrack (1993)
MEGAPROJECT DECISION MAKING Lessons and Strategies
M. Bresnen, A. Goussevskaia, J. Swan
Editorial: managing projects as complex social settings
J. Ritchie, J. Lewis, C. Nicholls, R. Ormston (2013)
QUALITATIVE RESEARCH PRACTICE A GUIDE FOR SOCIAL SCIENCE STUDENTS AND RESEARCHERS
S. Ybema, D. Yanow, H. Wels, F. Kamsteeg
Organizational Ethnography
B. Soetenhorst
Het wonder van de Noord/Zuidlijn: het drama van de Amsterdamse Metro
ACP
Invitation to Bid for the Program Management Services
S. Sackmann, Martin Friesl (2007)
Cultural impacts on knowledge sharing in project teams - results from a simulation study
D. Yanow, H. Tsoukas (2009)
What is Reflection-in-Action? A Phenomenological AccountO&M: Structures & Processes in Organizations eJournal
S. Sackmann, Martin Friesl (2007)
Exploring cultural impacts on knowledge sharing behavior in project teams - results from a simulation studyJ. Knowl. Manag., 11
C. Harty, J. Whyte (2010)
Emerging Hybrid Practices in Construction Design Work: Role of Mixed MediaJournal of Construction Engineering and Management-asce, 136
Purpose – The purpose of this paper is to examine how project partners respond to contractually agreed collaboration in an infrastructural megaproject. Problematic performances of megaprojects have shifted away attention from the instrumental towards the interpretative, focusing on daily work life, practices, power, ambiguity and sense making in project organizations. Such an interpretative perspective helps to better understand practices of collaboration in complex mega projects, which the authors studied in the Panama Canal Expansion Program (PCEP). Design/methodology/approach – Given the focus on daily work life, the authors chose an in‐depth single case study. Practices of collaboration have been studied during a one‐year ethnographic fieldwork period in Panama, in which the daily work life of project participants was intensely observed. Findings – First, it was found that practices of collaboration in complex projects change in periods of conflict. In these periods actors are forced to reflect upon their practices and to negotiate about new practices. Second, the authors identified collaborative practices in which a consultancy firm teaches their client and supervises its appropriate behavior. The authors have labeled these as chaperoning . Practical implications – This study illustrates that when innovation in contracts requires an innovative relationship between project partners, specific attention to this innovation and the related practices of collaboration enhances the collaborative relationship among partners, which can prevent cost overruns and delays. Originality/value – Ethnographic fieldwork has not been used frequently to study project management practices. The paper builds upon a one‐year ethnographic fieldwork period to study practices in the daily work life of the project participants from “within”.
International Journal of Managing Projects in Business – Emerald Publishing
Published: Jun 15, 2012
Keywords: Panama; Project management; Canals; Civil engineering; Collaboration; Practices; Megaprojects; Partnering; Project culture
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.